Not clear

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Coaches have been with us for many years.

In athletics, drama and debate, the notion of coaching someone is old hat. Organizational-development specialists and consultants also have a history of helping employees understand what to do differently and helping them to learn how to do it. The target of these efforts typically has been executives and CEOs, but all managers are now expected to take on the responsibilities of the coach.

Managers have been the target of much fallout from the re- engineering/downsizing excesses of the 80s and 0s.

For surviving managers, the fallout meant Manage, but develop your employees, address performance problems, prepare people for possible succession, and field any number of interpersonal issues such as conflict, failure to adapt to the culture and so on.

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Managers are now expected to mentor, to advise, to coach and to otherwise get maximum accomplishment from each employee. It is a heavy agenda.

Of the many such expectations levied on managers, four stand out.

First, they are expected to help employees self-manage. That means taking an active role in the career and personal development of employees. It means being a leader in helping them develop and perform effectively.

For most managers taught to get the job done, helping others deal with these issues is a challenge. They are asked to be part psychologist, part father confessor, part disciplinarian and part teacher.

Second, we live in a world in which knowledge is the key to survival and effectiveness. One principle source of knowledge is the organization itself. For the manager, the questions are How can I harness the organizations capacity to teach the employee? How can the organization serve as teacher?

While this objective is often the job of the training department, managers are in a position to play a key role because they are closest to knowing what the employee needs to know to perform and to advance.

Facilitating this employee-organization interface demands high skill and commitment.

A third and growing expectation of many organizations (its often built into the formal performance-appraisal system) is the personal growth of their employees. How do managers stimulate it? How well do they frame it so the employee will act on a personal growth plan? How effectively is it integrated with training and the human- resources department? Does the employee think personal development is the same thing as the manager?

A fourth development that adds responsibility and power to the manager is feedback. Much that people learn about themselves and their performance results from feedback. Others provide it, and we extract it from informal performance judgements, rewards and casual conversation. Giving feedback to an employee is demanding of both time and skill. It is not for the faint of heart nor for those given to sound bites. Effectively giving feedback is a challenge to any manager.

Three main characteristics mark the manager-coach who can assume the responsibilities of this ever-expanding role.

First the coachs interpersonal skills must be honed to a high degree. Establishing a solid relationship with employees is perhaps the crucial element. Without a solid relationship, coaching is likely to be a formal exercise conducted at arms length. Managers with competent interpersonal skills are effective in confronting, deft in questioning and able to listen and understand.

The second characteristic is knowledge of the world in which the employee lives and works. That understanding comes from broad experience with a variety of employees in many settings.

The third characteristic is credibility. We gain credibility through academic qualifications, experience and evidence of age. But, at bottom, credibility must have a face; it must be manifested. Degrees and experience absent tangible and relevant evidence do not contribute to credibility. The employee has a right to ask What is it that you have which persuades me that I should heed your advice, counsel or direction?

Employees are putting such questions to managers at an increasing rate, and they should be prepared to address them head-on.

People often have difficulty integrating experience on one hand and job performance, career and personal development and conflict on the other. Part of the job of the competent manager is helping with that integration.

Effectively done, that is one small step in helping employees to achieve better performance and job satisfaction.

El Keil of Denver is a psychologist consultant to management who specializes in coaching for managers and executives. He is the author of several books and articles, and currently is working on a book on coaching.

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